Employee is unresponsive.
Transform resistance into constructive conversations.
Employee is shutting down – here's how to break through the barrier.
Do you know the feeling? You propose an idea, and your employee immediately shuts it down with comments like, "That won't work," "We've tried that before," or "It's too risky." Here, you'll learn how to look beyond the barriers and engage in meaningful conversations.
Why Experienced Employees Block New Ideas
You enter the meeting with a new idea. Before you finish speaking, you already see heads shaking. "We've tried that before," "too complicated," "it doesn't work in practice." You feel like you're talking to a wall. Every suggestion is immediately torn apart before it has even been fully considered.
What you're experiencing is not ill will. People like Thomas are often the most experienced members of your team. With 15 to 20 years of professional experience and countless failed projects behind them, they value proven experience above all else—and view every change as a potential risk. They see themselves as protectors of the team against unnecessary experiments.
Their resistance stems from genuine concern: What happens if the new system fails? Who will clean up the mess? They have learned that functioning processes are precious and should not be changed lightly. This makes them valuable guardians—but also blockers of necessary change.
The key is not to break their resistance, but to understand and leverage it. Their concerns are often valid—and if you take them seriously, they can become your most valuable advisors for realistic implementation.
Here’s how the conversation could go.
Thomas Hartmann exhibits typical defensive behavior towards proposals for change.
The typical mistake
You are introducing new software to the team.
Next month, we will launch the new CRM system, which will significantly enhance our efficiency.
We tried that 10 years ago – it didn’t work. Why should we change something that is already effective?
Thomas, you need to be more open to new ideas. All other departments are already using this successfully.
I have been doing my job correctly for 18 years. Young people do not understand how complex this is.
Thomas feels attacked and becomes even less cooperative.
A better approach
You bring Thomas on board as an expert.
Thomas, you know our system best. What challenges do you foresee with a CRM transition?
The main issue is data quality. If we incorrectly transfer the old data, we will face months of chaos.
That's exactly what I'm concerned about as well. Could you develop a plan to help us avoid that?
If we approach this step by step and I handle the data verification, it could work.
Thomas becomes an ally, contributing his expertise constructively.
Thomas Hartmann
ISTJ – "The Guardian"52 years • Employee
Thomas is 52 years old and has been with the company for 18 years. He knows every process, rule, and exception by heart. For him, proven experience is worth more than new trends. Changes mean chaos and avoidable mistakes.
Typical phrases: "We tried that 10 years ago – didn't work.", "Why should we change something that works?"
💡 This personality type frequently causes the leadership problem "Employee is unresponsive.".
In discussions with uncooperative employees.
How to Win Over Experienced Skeptics to Embrace New Ideas
Recommended Strategies
Proven approaches for effective leadership
Bring him on board as an expert.
Ask for his assessment of the risks and challenges – he truly understands them.
Acknowledge his experience explicitly.
"You have experienced many projects" shows respect for their knowledge.
Provide concrete data and examples.
Experienced employees need proof, not just promises.
Implement changes gradually.
Small, manageable steps reduce risk and resistance.
Give him control over specific areas.
Let him take care of quality assurance or risk analysis.
Pitfalls to Avoid
Common pitfalls and how to avoid them
Dismiss his concerns as outdated.
This only reinforces his belief that young leaders are naive.
Compare with other departments.
"The others can do that too" overlooks the uniqueness of its field.
"Want to push through authoritatively."
This activates his resistance and turns him into a passive saboteur.
Use emotional appeals.
"Be positive" comes across as unprofessional and naive to him.
"Don't give him time to think it over."
Spontaneous decisions are superficial and risky for him.
Train voice-based role-playing scenarios with various employee types as often as you like, without any consequences.
Frequently Asked Questions about this Leadership Challenge
Other leaders are asking themselves the same question.
How can I identify if my employee is an ISTJ personality type?
Why does my employee constantly reject new ideas – is this intentional?
How do I prepare for a conversation with a resistant employee?
How can I start the conversation effectively without my employee shutting down immediately?
What should I do if my employee immediately responds with counterarguments during a conversation?
What happens after the conversation – what should I keep in mind?
Does such a conversation actually make a difference, or does it only make things worse?
When is a conversation no longer sufficient – when should I involve HR?
How does AI training for challenging employee conversations work?
Is an AI role-play truly comparable to a real employee conversation?
How much time should I allocate for training?
Where can I find more information about the ISTJ personality type as a leader?
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